Pages: 24

No chapter abstract available.

Pages: 7

Einstein was onto something! Conventional approaches to change management try to solve the problem of change by using the same tools that created the situation in the first place. They provide you with designs to implement designs and strategies for executing strategies but there is often little effect. Why? Individuals and organizations face an inherent gap between their aspirations and achievements. The gap widens when organizations aspire to innovate but have ingrained cultures and practices that hinder their achievement. In failing to appreciate and effectively address this gap fully, conventional change management becomes part of what we term ‘the change problem’. In this chapter, we introduce you to how thinking inside the box of conventional change management misleads change, the risks of change and the dangers of conformity, the chaos and biases that make achieving change so challenging, and the importance of pulling rather than pushing change.

Pages: 8

In an important sense, you already know what is necessary to manage change. Yet, we often fail to attend to what we know. We default reflexively to established overly rational views of what change involves or should involve. In this sense, reimagining change is akin to breaking a habit. To help kick this habit, this chapter introduces two counter-images as sources of inspiration and powerful reminders. These are the organization as an Iceberg and the change journey as a Rollercoaster. In addition, we invite you to reinvent yourself because reimagining change is also a personal challenge. It involves getting ‘out of your head’ and overcoming counter-productive reflex responses to irrationality and threat.

Pages: 7

Managing change is not a separate speciality or the province of certified experts but an essential component of all our lives and the everyday work of managers and leaders. It is the discipline of influencing yourself and other people to achieve a purpose. It is about making change happen and achieving success by turning dreams, aspirations and obligations into reality. It is a discipline because many reflex reactions to our challenges are counter-productive. Rather than instructing, we need to build energy and enhance motivation. Rather than being dogmatic and aggressive, we must be open, mindful, inclusive, and engaging. Viewing this discipline as the Mindful Mobilizing of Maps, Masks and Mirrors reinforces this understanding and contains concepts and methods to guide and support your journey. This chapter introduces you to this perspective. The 5M Framework is an open and generative approach to change that informs and is illustrated and supported by cartoons, explanations and advice.

Pages: 2

No chapter abstract available.

Pages: 29

No chapter abstract available.

Pages: 7

Mapping change is the first stage in a Change Cycle that includes Mapping the journey (orientation), using the appropriate Masks (progress through successful performances) and using Mirrors (to check on progress and adapt along the way). Change is often uncertain, and planning for an unpredictable journey is challenging. We use the term mapping to capture this dilemma, highlighting it and providing an ongoing reminder of the challenge it creates. A creative view of ‘mapping’ a journey is a far better guide than images of ‘planning’ a route march. Despite never being an accurate representation, maps provide orientation, confidence and guidance. The intelligent use of maps and mapping techniques provides a basis for action. It also allows reflection and discussion of progress and adaptation.

Pages: 10

Knowing what to do to manage change is one thing. Knowing how to do it is another. While the route map outlines what you must do, you must decide how to do it in context and with others. How change plans are executed is always a performance, the artful exercise of influence in time, space and conditions that are often not of our choosing. In this chapter, you will discover the performances you will have to give, the masks you will need to wear, the tensions and dilemmas you will encounter and why influencing yourself is central to your ability to influence others.

Pages: 10

Leaders of change initiatives are faced with known unknowns but also unknown unknowns. Uncertainty is endemic, complexity is unavoidable and denial is widespread. How do you evaluate your progress and adjust your course before it is too late in such contexts? How do you create early warning signals? In this chapter, you will discover the value of experimentation and evaluation, examine and critically analyse methods for monitoring intellectual, emotional and practical capabilities and progress (the head, hand and heart) and learn how to create effective and practical learning spaces within change initiatives.

Pages: 2

No chapter abstract available.

Pages: 27

No chapter abstract available.

Pages: 9

Leading change is the exercise of influence required to keep a productive change cycle going. It has two key components that complement each other: being mindful of the gaps, barriers and complexity that challenge any change enterprise and mobilizing energy and resources to address them. It combines an awareness of the challenges of change (combining reflexivity, wariness, prudence and care) with enthusiasm for ‘getting things done’ (creatively, energetically and positively mobilizing oneself and others). In this chapter, you will discover what is involved in being mindful of three fundamental challenges: knowing-doing gaps, barriers created by inherent biases against change and complexities of handling uncertainty, tension and chaos.

Pages: 9

One thing is to be mindful of the challenges of creating a productive change cycle. It is quite another to be willing and able to mobilise energy and resources to address these challenges. At the heart of effective change leadership lies an enthusiasm and capability for creatively mobilizing oneself and others to ‘get things done’ and ‘make things happen’. In this chapter, you will learn what is required to become such a leader, the nature and role of political entrepreneurship, the significance of establishing and maintaining coalitions and the critical importance of mobilizing oneself.

Pages: 7

In an emotional voice, the Vice President of a multinational IT firm announced, ‘It is all very well to be adaptive, mindful and able to handle complexity, but we are all going to be out on stress relief!’ When we mentioned the importance of a ‘lightness of being’, she was happy, enthused and wanted to learn more. This chapter provides you with a light introduction to the subject. You will learn the importance of riding the wave in change surfing, enjoying the ride with a lightness of thought, heart and touch and being seriously playful and remembering to laugh.

Pages: 2

No chapter abstract available.

Pages: 2

This book adopts a seriously playful approach to managing and leading change. It does so in form and content.